Using Training as a Defining Differentiator

A customer walked into a large home center in search of granite
countertops. It was Saturday around 2:30 p.m. A first-time visitor,
the customer was overwhelmed by the selection in every
department.

He eventually wandered to the countertop section, where a single
customer service representative was on duty trying her best to
answer the multitude of questions coming her way. In front of her
was a yellow legal pad with a page and a half of names on it. When
the customer asked for assistance, the sales representative said
that he would have to leave his name on the list and that the one
other sales associate that was on duty would help as soon as he was
available.

"How long will that be?" the customer questioned.

"Probably an hour and a half to two hours," was the
response.

More and more customers bombarded the sales associate with
questions until finally, she gave up, apologizing to the assembled
crowd that she could not answer any questions. She had started two
weeks ago and did not know anything about countertops.

Certainly, this true story is an extreme example, but it begs
the question: "How often have we thrown green staff into the lion's
den, only to see them fail?" Many decorative plumbing and hardware
showrooms differentiate themselves by offering superior service and
exclusive or semi-exclusive product lines. Staff professionals who
understand and can explain the technical and design sophistication
of the products featured in our showrooms create a competitive
edge. But, product and technical knowledge alone does not make
successful sales professionals.

Increasingly, showroom operators are realizing that their staff
needs to possess sales skills, as well.

An experienced, knowledgeable, professional and personable
showroom staff does not grow on trees. These employees must be
trained and developed. The entire industry is waking up to the need
for formalized training programs.

In the past, we could get away with spending a day or two with a
new hire, rely on reps to teach them product knowledge and then
have them shadow a more experienced staff member for on-the-job
training. That approach no longer works if you want to distinguish
yourself from the competition and provide superior service.

The time has come to stop procrastinating. Claiming that you
don't have enough time to dedicate to training is penny-wise and
pound-foolish.

Training ProgramsDeveloping an effective
training program is not easy. It's time consuming and requires
expertise that may not be readily available.

Training is a specialized discipline. For that reason, our
showrooms in Houston hired a consultant who [serves as a member of
our staff and] is responsible for developing and implementing our
training program. He conducts weekly training sessions addressing
product knowledge, trends and experience sharing. In addition, our
program features off-site training dedicated exclusively to
salesmanship for one-half a day per month. Topics addressed range
from overcoming customer objections to techniques for making
off-site sales calls.

The reason we created a training program is to enhance our
professionalism. How you think of yourself is how you will project
yourself to the customer. When members of our sales team view
themselves as professionals, they project the image of being
professionals. A formalized training program is the breeding ground
for professionalism that has permeated the entire fabric of our
organization.

Jeff Burton also recognizes the need for formal training at The
Bath and Beyond in San Francisco. Twice a week, he assembles his
sales staff to discuss sales techniques ranging from how to sell
add-ons to recognizing closing opportunities. The second session is
dedicated to product knowledge, trends, showroom performance and
pricing.

Burton said, "We have spent considerable resources teaching
product knowledge, which is needed. However, until recently, we
never taught people how to sell. That's changing at our showroom
and in others around the country, because the competitive demands
of the marketplace make it a necessity."

Another showroom that has developed a formalized training
program at its three Southern California showrooms is Snyder
Diamond. According to Russ Diamond, "In developing our program, we
recognized the need to go beyond product knowledge. Our approach
incorporates product knowledge with a selling curriculum." Snyder
Diamond used programs developed for other high-end retailers as its
benchmark.

"An early lesson that we learned is that product lines are not
the driving force to effective sales," Diamond said. "Equally, if
not more important, is the atmosphere that sales professionals
create. The human resource quotient is the defining difference in
the success and failure of our business."

Snyder Diamond's eight-week training program begins with a
history of the company and the industry. "The goal of the initial
session is to relate our corporate culture," Diamond said. The
second element teaches sales techniques, such as how to open a sale
and meet and greet customers. A third component focuses on
techniques to probe customers to help determine needs, preferences,
budgets and possible objections. The fourth component is called
demonstration. Sales professionals are taught to explain the
features and benefits of specific products and product lines with
the end goal of creating interest and desire. It's also a time to
start the closing process and determine possible objections. The
final
component of the sales training process teaches when and how to
close.

Diamond claims two keys to the success of his training program
are extensive role playing and performance tracking. The company
charts daily sales, how many customers each salesperson talks to,
average daily sales and number of times add-ons are included in a
sale, among other things. The data is used to set performance goals
that are clearly understood and measurable. If sales professionals
don't meet goals, managers meet one-on-one with sales staff to
provide coaching. If members of the sales staff exceed goals, they
are recognized and rewarded.

Diamond said, "We view our showrooms as product theater. Our
sales professionals are trained to dispense information and make
sales in a way that entertains and excites our customers. It takes
a fair amount of patience and dedication to make this
happen."

Training toolsFew successful programs are
easy to develop and implement. The good news for the industry is
that there are tools available to help start the process.

For example, the Decorative Plumbing & Hardware Association
recently released the first five modules of its Education Program.
Each module focuses on a specific product line such as shower
systems, baths, faucets, water closets and bidets. Baseline product
information that enables showroom staff and others to quickly
become familiar with basic operating requirements, materials,
terminology and common problems is presented. In addition to
technical and operating information, each chapter offers sales
guidance. Suggested questions that sales professionals should ask
to help establish rapport and determine needs, preferences and
budgets are presented.

Each module also contains a review that includes a series of
multiple-choice questions, matching questions and critical thinking
questions that principals can use to evaluate the knowledge base
and training needs of their staffs. The DPHA Education Program is a
starting point, providing reference data for showrooms to use as
part of an overall training effort.

The time has come. The need exists. Customers are far more
sophisticated and knowledgeable. There are many nuances to the
products sold in showrooms. Creating an effective training program
makes our sales staffs the professionals that our clientele expect
and deserve.

Marilyn Hermance is chief executive officer and chairman of
Westheimer Plumbing & Hardware in Houston, Texas, where she
oversees the operation of two 3,500-square-foot showrooms. She also
serves as vice chair of the DPHA Education Committee responsible
for producing the DPHA Education Program, and is a member of the
DPHA Board of Directors.